This book, through a series of case studies, explores the interactive process between people and organizations which has resulted through rapidly changing technologies. By concentrating on one pioneering company - Shell - it shows how a successful industry and its employees can adapt and survive in an ever- changing environment. At the same time the contents illustrate how practice and theory interact and how organizational theory, both explicitly and implicitly, has been used in very diverse cultural settings. This book explains why and how organizations adapt both in content and context and emphasizes that to move towards a more desirable future it is essential to look at organizations in an interactive way.
Table of Contents
A Way to Look at Things (A. Brakel).
The `Project with the Long Breath':
Organizational Change in a Tanker Company (J.
Roggema and T. Voors).
Organization Change on a North Sea Project
From Vertical to Horizontal: New
Organizational Principles in a Refinery (A.
Langstraat and J. Roggema).
Redesign in Research: Participative Redesign
of Work organizations (C. Greeve).
Organization Development on the Shop Floor
(J. van der Veer and J. E.
Evolution, Revolution and the Battle for
Survival (D. Cormack and B. Wallace).
Organization Design in Canada: Shell Canada's
Sarnia Chemical Plant (N. Halpern).
Development in A/S Norske Shell's
Organization (L. Gjemdal).
Working Life in Japan (O. Hattori).
A Group in Transition (J. Watson and W.
The Cultural Perspective (G. Hofstede).
Managing Diversity (A. Brakel).